In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior

Kiazad, Kohyar; Restubog, Simon Lloyd D.; Zagenczyk, Thomas J.; Kiewitz, Christian; Tang, Robert L.

doi:10.1016/j.jrp.2010.06.004

Cited by 231 publications

(211 citation statements)

References 41 publications

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“…Moreover, the higher supervisors scored on the Dark Triad traits, the shorter was their team supervisory tenure. Confirming previous findings, we found significant positive correlations between supervisor psychopathy and Machiavellianism on the one hand and abusive supervision as rated by the subordinates on the other hand (Kiazid et al, 2010;Laurijssen et al, 2016). All correlations between the Dark Triad traits were moderately high.…”

Section: Correlationssupporting

confidence: 91%

“…The results support and extend previous studies in several ways. Firstly, as did Kiazid et al (2010), we found a positive relationship between supervisor Machiavellianism and employee ratings of abusive supervision. Secondly, we found that this relationship was stronger when supervisors perceived themselves to have more position power.…”

Section: Discussionsupporting

confidence: 61%

“…For instance, Kiazid et al (2010) found supervisor Machiavellianism to be positively associated with subordinate perceptions of abusive supervision, and argued that authoritarian leadership behavior mediated this relationship. Furthermore, Laurijssen et al (2016) found positive relationships between leader psychopathy and both abusive supervision and self-serving behavior.…”

Section: Dark Triad Traits and Their Relationship With Abusive Supervmentioning

confidence: 99%

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When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams

Wisse

Sleebos²

2016

Personality and Individual Differences

116

102

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a b s t r a c t a r t i c l e i n f oPrevious work has focused on the potential maladaptive consequences of the Dark Triad personality traits (i.e., Machiavellianism, psychopathy, and narcissism) in organizational contexts. This research builds upon this work, examining the influence of supervisor position power on the relationship between supervisor Dark Triad traits and abusive supervision in teams. Regression analysis on the data of 225 teams revealed that supervisor Machiavellianism is positively related to abusive supervision in work teams, but only when supervisors perceive their position power to be high rather than low. We discuss how power may function as an amplifier, bringing behavioral consequences of predispositions, emotions and beliefs to the forefront. We also focus on the value of differentiating between the three Dark Triad traits in order to more fully understand how they may relate to the abuse of employees.

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Section: Correlationssupporting

confidence: 91%

Section: Discussionsupporting

confidence: 61%

Section: Dark Triad Traits and Their Relationship With Abusive Supervmentioning

confidence: 99%

See 1 more Smart Citation

When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams

Wisse

Sleebos²

2016

Personality and Individual Differences

116

102

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“…(Grice, Sheehan, McCarthy, Barker, & Henderson, 2003;Kiazad, Restubog, Zagenczyk, Kiewitz, & Tang, 2010;Ng, 2010) and in Pakistani context e.g. (Bashir & Hanif, 2011;Gadit & Mugford, 2008;Imran, 2010;Khan, Qureshi, & Ahmad, 2010;Mukhtar et al, 2010;Khan, 2014).…”

Section: Selection Of Hofstede's Cultural Dimensions For Present Studymentioning

confidence: 99%

“…As these both countries are totally different from each other on the basis of their economic situation, religion and especially on their cultural grounds. Aryee, Chen, Sun, & Debrah, 2007;Jian et al, 2011;Wang et al, 2012;Wei & Si, 2013;Xiaqi, Kun, Chongsen, & Sufang, 2012;Xu, Huang, Lam, & Miao, 2012) 2 North America (Tepper, 2000;Tepper 2007;Tepper et al, 2009;Tepper et al, 2006;Tepper, Duffy, Hoobler, & Ensley, 2004;Tepper, Duffy, et al, 2001;Tepper et al, 2008;Tepper, Lockhart, & Hoobler, 2001;Tepper et al, 2011;Tepper et al, 2007;Ashforth, 1994Ashforth, , 1997Bowling & Michel, 2011;Carpenter, Geletkanycz, & Sanders, 2004;Christmas, 2007;DelBel, 2003;Dupré, Inness, Connelly, Barling, & Hoption, 2006;Namie & Namie, 2009;Tsapatsis, 2012) 3 Australia (Grice et al, 2003 ;Ng, 2010 ;Kiazad et al, 2010) 4 United Kingdom (Turnbull, 1995;Deborah, 2000;McMillan, 1995) 5 Pakistan , Khan, 2010Khan, 2014aKhan, , 2014bKhan, , 2014cImran, 2010;Mukhtar et al, 2010;Bashir & Hanif, 2011;Gadit & Mugford, 2008) 6 Israel (Dana Yagil, 2006) 7 Turkey …”

Section: Selection Of Hofstede's Cultural Dimensions For Present Studymentioning

confidence: 99%

Impact of Hofstede’s Cultural Dimensions on Subordinate’s Perception of Abusive Supervision

Khan

2014

IJBM

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This study is designed to explore and identify the impact of Hofstede's cultural dimensions on employees' perception of their supervisory abuse in a cross-cultural context e.g. Australia and Pakistan. This study is a conceptual and a literature review in nature, since the aim was to highlight and identify with the help of prior research the impact of Hofstede's cultural dimensions on the employees' perception of their supervisory abuse in a western and eastern cultural context e.g. Australia and Pakistan. The researcher with the help of literature review developed some propositions that show the impact of these cultural dimensions on employees' perception of abusive supervision in two different cultural contexts that can play a vital role in moderating employees' perception of supervisory abuse in a cross-cultural context e.g. Australia and Pakistan. The paper concludes that although abusive supervision exist in almost all countries and cultures but the intensity of abusive supervision and the subordinate's perception of their supervisory abuse is based upon their cultural values and norms which play an important role in shaping their perception regarding their supervisory abuse. The researcher has presented the Hofstede's cultural dimensions comparison table which distinguished these two countries e.g. Australia and Pakistan on multiple dimensions from each other and furthermore, it provide an important future research direction for an empirical investigation of subordinate's perception of supervisory abuse in these two countries e.g. Australia and Pakistan. Furthermore, study limitations and future research directions have also been discussed in this paper.

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When Leaders are Bullies

Einarsen¹,

Skogstad²,

Glasø³

2013

The Wiley‐Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development

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In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior

Cited by 231 publications

References 41 publications

When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams

When the dark ones gain power: Perceived position power strengthens the effect of supervisor Machiavellianism on abusive supervision in work teams

Impact of Hofstede’s Cultural Dimensions on Subordinate’s Perception of Abusive Supervision

When Leaders are Bullies

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